Agenda item

The report sets out details of the draft Member Development Framework that seeks to support the development of all Councillors in Kirklees, providing them with the skills and knowledge to carry out their roles.

Contact: Leigh Webb, Head of Governance

The Committee considered a report, which set out the detail of the draft Member Development Framework, presented by Leigh Webb, Head of Governance. Samantha Lawson, Service Director, Legal, Governance and Commissioning and Deborah Nicholson, Councillor Support and Liaison Manager were also in attendance.

Councillor Nosheen Dad, Portfolio Holder for Adult Social Care and Corporate was in attendance and expressed thanks to officers for producing the framework, highlighting the importance of engagement on the proposals, including with this Committee.

The framework sought to support the development of all Councillors, providing them with the skills and knowledge to carry out their roles effectively and deliver the Council’s strategic priorities.  The Committee was invited to provide feedback in advance of it being submitted to Council for approval.

The presentation explained that:

·       The framework built upon and enhanced the work already undertaken to support Councillors.

·       The Corporate Peer Challenge had recommended continued work on strengthening governance, including clearer reports, Member development programmes and Councillor behaviours.

·       Officers, Cabinet, OSMC, and Group Leaders had provided feedback, which supported an improved Councillor training and development offer and emphasised the need for Councillor involvement in shaping it.

·       Feedback had highlighted the need to include mentoring, peer support, and consideration of making training mandatory for being on certain committees.

·       The mandatory element was proposed to be expanded to the Appeals Panel and the Corporate Governance and Audit Committee.

·       The importance of promoting and communicating the Councillor–Officer protocol to ensure consistent adherence.

·       Opportunities to create ways for Councillors and frontline staff to build stronger working relationships had also been identified for further exploration.

·       Meetings had taken place with all political Groups in August 2025, with additional input gathered from the Standards Committee and Independent Persons.

·       Groups had been asked what they wanted to see in the development programme, how engagement and attendance could be improved, and how monitoring and reporting should take place.

·       The approach was intended to be fluid to ensure that the support was developed according to Members’ needs and feedback was encouraged as the programme developed.

·       All feedback would be incorporated into the final Councillor Development Framework.

·       The framework was scheduled to be taken to Council on 11 March 2026 for approval with a planned launch at the 2026 Councillor Induction.

·       It was emphasised that attendance was encouraged from experienced Councillors as well as those new to the role.

·       Ongoing development of the training and development programme would then continue after the initial launch.

Questions and comments were invited from Committee Members, with the following issues being covered:

·       All Group Leaders and their deputies had been invited to contribute, and contact had been made with independent Councillors, the framework had also been considered by the Standards Committee and a meeting of Group Business Managers. It was noted that the final decision would be taken by Council, giving all 69 Members the opportunity to be sighted on the framework and to provide input.

·       The view was expressed that engagement via Group Business Managers and Leaders may not reflect a true picture of Members’ development needs, and it was recommended that officers engage with all 69 Councillors prior to finalising the framework. This was taken on board. Suggestions for doing so included use of an anonymous form, sending an email to all Members, or offering drop?in opportunities.

·       The proposed approach was welcomed as it was considered it would be helpful, particularly for new Members. The proposal to hold weekend sessions was also a good idea.

·       In response to concern in relation to Member attendance at committee meetings, it was advised that attendance was monitored, with informal follow?up undertaken where patterns emerged. The role of Group Business Managers in supporting and encouraging attendance was highlighted and it was further noted that six months of non?attendance would result in a formal process which may result in the individual ceasing to be a Councillor.

·       In response to a question in relation to the potential to include information on the purpose and remit of committees within the induction, it was advised that information on committees was provided, but that it was important to deliver the right level of information at the right time to avoid overwhelming new Members. Inductions would therefore start with the basics and essential information from day one, followed by structured sessions offering more detailed guidance where necessary. The role of Governance Officers in supporting committee?related knowledge was noted, and it was confirmed that more experienced Councillors would be involved in some of the training sessions.

·       In relation to supporting Member development needs, it was reported that the introduction of a Member Development Champion was being considered, noting that while Group Business Managers may be best placed to undertake this role in some circumstances, that this would vary by group.

·       In respect of engaging with Members who may be reluctant to participate in training, these concerns were acknowledged and the importance of supporting realistic expectations of the role and the services provided to Councillors was noted.  The Member–Officer Protocol was important in terms of behaviour and the aim was to provide scenarios and examples to support improved understanding.

·       It was noted that the Local Government Association (LGA) could provide peer support which could be helpful.

·       In response to questions about monitoring and review of the framework, Councillor Dad advised that the framework would remain flexible, with updates made as recommendations and feedback were received.

·       In relation to the allocation of committee places, it was noted that Group Business Managers were responsible for this. It was suggested that alignment with Members’ interests or preference may support more engaged committee memberships.

The Committee noted the report and expressed their appreciation for the opportunity for engagement.

RESOLVED –

That the feedback from the Committee be used to inform the final document prior to submission to Council for approval.